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Behavioural Risk Management comes down to going through the risk management process,
taking into account the human errors and trying to stimulate what people are good at.
If you know how people behave, also within risk management, then you can check to what extent your process adjusts to this.
If the facilitator is able to fathom this, he can bring the most important risks to the attention of the top management,
and because of this you know we have taken into account the human factor.
Despite all the need for economic models that we see nowadays, there is always a component of intuition and trust or behaviour.
And no matter how great the model is, if someone sits on the other side of the table and says;
do you want to make a certain decision and you don't trust it, you won't do it and you won't be convinced by a model.
My advice to organisations that want to implement GRC is, keep it simple!
Use all models to create awareness of what you are doing,
but in the implementation keep it simple and adjust it to the layer of the organisation.
The most important is, is that risk is positive.
You take risks as an organisation and you want to take these.
The question is; which risks do you take, resulting in performance,
and which risk don't you take, because they have a negative result on obtaining your organisational goals.
It's very important that tools are completely tuned to the processes.
In this way you make sure it is an integral part of your business processes and not just a department with a nice software package.
It needs to be much more integrated.
And nowadays you see that tooling offers a contribution to the efficiency and accuracy of data that is used by their management and employees.